The document discusses the process of determining and reaching objectives within an organization, emphasizing the importance of one-on-one discussions between managers and employees for setting mutual objectives. It outlines the hierarchy of company objectives and the necessary support for achieving these goals, stressing accountability and resource management. Additionally, it highlights the role of frontline staff in identifying objectives and the need for regular follow-up to ensure successful completion.

1. 1Ron McFarland, Tokyo, Japan
Determining
&
reaching
objectives

2. 2
Determining & reaching objectives
How can a
manager make
sure objectives get
completed when
asked?
Ron McFarland, Tokyo, Japan

3. 3
Reaching Objectives
Every organization
has an official
information flow
system.
Ron McFarland, Tokyo, Japan

4. 4
Supply
Manager
President-Owners
Sales
Objectives
Sales Manager Production
Manager
R & D
Manager
Product
Development
Objectives
Hierarchy of Company Objectives
Inventory
Objectives
Production
Objectives
After gathering data,
getting feelings of
investors and getting
staff opinions, top
management agrees
on objectives with
department heads.
Ron McFarland, Tokyo, Japan

5. 5
Hierarchy of Company Objectives
Sales Manager Supply Manager Production Manager R & D Manager
Salesman Stock Clerk Production
Worker
R & D
Researcher
Ron McFarland, Tokyo, Japan

6. 6
Hierarchy of Company Support
Hierarchy of Company Objectives
This level is where the
company strength is.
Upside
down chart
Ron McFarland, Tokyo, Japan

7. 7
Hierarchy of Company Daily Support
Salesman Stock Clerk
Production
Worker
R & D
Researcher
Sales Manager Supply
Manager
Production
Manager
R & D
Manager
Ron McFarland, Tokyo, Japan
Where things get done in a company.

8. 8
Supply
Manager
When I make a request, I
am 50% responsible for its
achievement. I must give
support to make sure that
objective is successfully
completed.
Sales Manager
Production
Manager
R & D
Manager
Hierarchy of Company Daily Support
I will not make requests of
things that can’t be
completed with our
resources and talent, as it
takes our energy, time and
resources away from what
can be achieved.
President-Owners
Ron McFarland, Tokyo, Japan

9. 9
When discussing objectives
上司
Superior
担当
Staff
Ron McFarland, Tokyo, Japan
The objectives must be decided one-on-one between the manager and
the employee only, not in groups or with others attending.
Notice these two people on the left sitting across from each other.
The objectives go in one direction. From the superior to the staff. Also,
the pressure goes from the superior to the staff.
Sitting side-by-side, the two become a team looking at a document.
Requests are in one direction and pressure goes to the objective.
They have a good discussion on what objectives can be achieved and
agreement made by both people.

10. 10
Handling objectives & goals
Could you do
“A” project?
OK. I can do it by
myself. I don’t
need any support.
Example #1
上司
Superior
担当
Staff
Ron McFarland, Tokyo, Japan

11. 11
Handling objectives & goals
Could you do
“B” project?
What do you
need? I will
support you to
finish “B”
project.
Example #2
上司
Superior
担当
Staff
Ron McFarland, Tokyo, Japan
I don’t know if I can
do it by myself. I
will need support.

12. 12
Handling objectives & goals
Could you do
“C” project?
I can’t support
you with “C”
project. We
should find
someone else
to do it, or not
do it at all.
We should not start projects we can not completed.
I will need a lot of
support to complete
“C” project.
Example #3
上司担当
Ron McFarland, Tokyo, Japan

13. 13
Peer-to-peer objective decision-making
Ron McFarland, Tokyo, Japan
In recent times, objectives start on the
front line, where an opportunity or
concern is exposed.
Before going to the superior, the frontline
people discuss and develop a objective.
After that, one member is selected to take
it to the superior for support.

14. 14
Handling objectives & goals
Explain it in
detail. If I agree,
I will support
you and create
an environment
to make it
successful.
We found a
problem and/or
opportunity. Can
us support us
address it?
In this environment does more listening and
observing and less speaking and commenting.
Peer
representative
presentation
上司
Superiorピア代表
Peer representative
Ron McFarland, Tokyo, Japan

15. 15
Handling objectives & goals
If someone says he will do something and then does
not do it, there is a huge waste of time and money.
It is best to say it can’t be done as soon as possible,
forget it and work on projects that can be achieved.
Hours lost Days/Months lost
Ron McFarland, Tokyo, Japan

16. 16
上司
50%
責任Superior 50% responsibility
担当
50%
責任Staff 50% responsibility
Determining & Reaching Objectives
The manager has a tracking system in place to follow
up and support every request at least weekly.
Ron McFarland, Tokyo, Japan

17. 17
Getting things done action plan
To make sure things get done, these questions
must be answered by everyone in the company:
1. Question: Who do you discuss objectives with
within the organization chart? There should be
only one person or a group of peers available.
2. Question: Who is to support you to achieve
your objectives?
3. Question: Are objectives mutually agreed on
one-on-one?
4. When you set objectives with someone, do you
regularly contact the person to support him
(most often-twice/day, least often-once/week)?
Ron McFarland, Tokyo, Japan

18. 18
….. and finding
support
Ron McFarland, Tokyo, Japan
Determining
&
reaching objectives….